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作 者:权小锋[1] 朱宇翔 QUAN Xiaofeng;ZHU Yuxiang(Soochow University,215021)
机构地区:[1]苏州大学商学院,215021
出 处:《财贸经济》2022年第7期118-133,共16页Finance & Trade Economics
基 金:国家社会科学基金重大项目“国有企业监督制度改革与创新研究”(17ZDA087)。
摘 要:企业文化是企业发展的灵魂,决定了企业的战略和决策方向。本文利用文本分析的方法,通过有效识别“员工关爱”的企业文化,检验和考察其对企业劳动力资源决策行为的影响效应及作用机理。研究结果表明,相比不具有“员工关爱”文化的企业,具有“员工关爱”文化的企业劳动力成本粘性更高,且“员工关爱”文化对劳动力成本粘性的促进效应在国有企业、垄断性行业以及员工维权环境较好的地区更加显著。劳动力成本的结构分析表明,“员工关爱”文化主要加剧了用工粘性而非薪酬粘性。机制检验发现,“员工关爱”文化通过增加劳动力资源的调整成本、促进管理层的乐观预期,进而加剧劳动力成本粘性。价值检验发现,在具有“员工关爱”文化的公司中,劳动力成本粘性能更好地促进全要素生产率提升,提高未来的公司绩效,最终实现企业与员工的“互惠效应”。本文的研究不仅从微观层面揭示了企业文化对公司劳动力资源决策行为的影响机理,拓展了“文化与财务”的研究范式,而且为改善劳资关系、推动企业文化战略建设提供了现实指导和启示。Corporate culture guides the strategy and decision-making direction of a firm.Using textual analysis,this paper identifies the“employee-friendly”corporate culture,and examines its effect on labor cost management behavior and how.The results are as below.(1)The firms with“employee-friendly”culture have higher cost stickiness than those without such a culture.The promoting effect is more significant in state-owned firms,monopoly industries,and areas with a better environment for employee rights protection.(2)The channel test finds that the“employee-friendly”culture mainly affects the cost stickiness through employment stickiness rather than salary stickiness.(3)The mechanism test finds that the“employee-friendly”culture increases the adjustment cost of labor force and promotes the optimistic expectation of management.(4)The value test finds that in companies with the“employee-friendly”culture,cost stickiness can better promote total factor productivity,thereby improving future financial performance,and ultimately achieving a“reciprocal effect.”This paper not only reveals how corporate culture affects a company’s cost management behavior at the micro level,but also expands the research areas of“culture and finance.”At the same time,it provides practical guidance and inspiration for improving labor relations and promoting the strategic construction of corporate culture.
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